Abstract [en]

In the case study we have examined how a competence-based human resource strategy functions in an organization. Due to the extent of the conceptual area we have made a restriction to solely examine competence development. The purpose of the study is to gain understanding of the strategic human resource development within an organization. We also examine the different tools and methods an organization use in order to develop adequate competence, as well as the different obstacles and challenges that is imposed upon the work. Previous research has found that a strategic approach to human resource development is critical for the survival and success of businesses. Researchers agree that there is a need for development activities to be based on the organization´s needs, customer requirements and future goals in order to be successful. The purpose of the activities is hence a crucial and central part of a strategic approach. The case study is based on a phenomenological approach and the collection of data has been made through seven semi-structured interviews. The interviews were conducted in a politically directed organization with approximately 5000 employees and during the interviews a thematic questionnaire with open-ended questions were used. The analysis of the material was then made through a five-step model, where the goal was to highlight the most significant components of the phenomenon. The study has shown the organization´s strategic approach and has revealed various factors that make it difficult to maintain. The tools and methods that the organization is using in order to develop adequate competence is, for example, a form for education requests, continuous improvements, networks, web based education and an electronic platform for education. The obstacles and challenges that have been made visible are external factors, economic factors, cooperation and distribution of responsibility. The study also shows that it is important to carefully consider which method should be used when investing in different types of competence development activities. It has shown that it is important to make considerations that are not purely based on economic perspectives in terms of reducing costs, but the focus should be aimed at implementing the most effective learning. Both previous research and the case study have shown that managers are given a key role in the work regarding the human resource development. Due to this we find it interesting to further investigate the manager´s perspective. Our suggestion for future research is to examine the managers role and responsibility regarding these questions.